Monitoring and evaluation

Monitoring and Evaluation

OVERVIEW

Brief description

This toolkit deals with the “nuts and bolts” (the basics) of setting up and using a monitoring
and evaluation system for a project or an organisation. It clarifies what monitoring and
evaluation are, how you plan to do them, how you design a system that helps you monitor
and an evaluation process that brings it all together usefully. It looks at how you collect the
information you need and then how you save yourself from drowning in data by analysing
the information in a relatively straightforward way. Finally it raises, and attempts to address,
some of the issues to do with taking action on the basis of what you have learned.

Why have a detailed toolkit on monitoring and evaluation?

If you don’t care about how well you are doing or about what impact you are having, why
bother to do it at all? Monitoring and evaluation enable you to assess the quality and impact
of your work, against your action plans and your strategic plan. In order for monitoring and
evaluation to be really valuable, you do need to have planned well. Planning is dealt with in
detail in other toolkits on this website.

Who should use this toolkit?

This toolkit should be useful to anyone working in an organisation or project who is
concerned about the efficiency, effectiveness and impact of the work of the project or
organisation.

When will this toolkit be useful?

This toolkit will be useful when:
You are setting up systems for data collection during the planning phases of a project
or organisation;
You want to analyse data collected through the monitoring process;
You are concerned about how efficiently and how effectively you are working;
You reach a stage in your project, or in the life of your organisation, when you think it
would be useful to evaluate what impact the work is having;
Donors ask for an external evaluation of your organisation and or work.

Although there is a tendency in civil society organisations to see an evaluation as something
that happens when a donor insists on it, in fact, monitoring and evaluation are invaluable
internal management tools. If you don’t assess how well you are doing against targets and
indicators, you may go on using resources to no useful end, without changing the situation
you have identified as a problem at all. Monitoring and evaluation enable you to make that
assessment.

Monitoring and Evaluation by Janet Shapiro (email: nellshap@hixnet.co.za) 1


OVERVIEW BASIC PRINCIPLES BEST PRACTICE RESOURCES GLOSSARY OF
pp.2-40 pp.41-46 p.47
p.1 TERMS pp.48-50

Examples

Examples of Case study: Designing a Fieldworker reporting
indicators pp.41-42 monitoring system p.43-44 format pp.45-46

What is Planning for Designing a Collecting Analysing Taking action
Monitoring and monitoring and monitoring and/ or information p.27 information p.35
Evaluation? pp.3-4 evaluation p.12 evaluation process p.19 p.34

Baselines and Reporting p.36
Why do monitoring What do we want damage control
Indicators pp.28-29
and evaluation? to know? p.13-15 Learning p. 38
pp.5-6
Different kinds of Monitoring Evaluation Methods pp.30-33 Effective
information – pp.20-22 p.23 decision-
More about quantitative and making p.39
monitoring and qualitative p.16
evaluation – what is Purpose p.24
involved and Dealing with
How will we get the
different approaches Resistance
pp.7-11 information? p.17 Key evaluation p.40
questions p.25
Who should be
involved? p.18 Methodology p.26


BASIC PRINCIPLES

What is monitoring and evaluation?

Although the term “monitoring and evaluation” tends to get run together as if it is only one
thing, monitoring and evaluation are, in fact, two distinct sets of organisational activities,
related but not identical.

Monitoring is the systematic collection and analysis of information as a project progresses.
It is aimed at improving the efficiency and effectiveness of a project or organisation. It is
based on targets set and activities planned during the planning phases of work. It helps to
keep the work on track, and can let management know when things are going wrong. If
done properly, it is an invaluable tool for good management, and it provides a useful base for
evaluation. It enables you to determine whether the resources you have available are
sufficient and are being well used, whether the capacity you have is sufficient and
appropriate, and whether you are doing what you planned to do (see also the toolkit on
Action Planning).

Evaluation is the comparison of actual project impacts against the agreed strategic plans. It
looks at what you set out to do, at what you have accomplished, and how you accomplished
it. It can be formative (taking place during the life of a project or organisation, with the
intention of improving the strategy or way of functioning of the project or organisation). It can
also be summative (drawing learnings from a completed project or an organisation that is
no longer functioning). Someone once described this as the difference between a check-up
and an autopsy!

What monitoring and evaluation have in common is that they are geared towards learning
from what you are doing and how you are doing it, by focusing on:

Efficiency
Effectiveness
Impact

Efficiency tells you that the input into the work is appropriate in terms of the output. This
could be input in terms of money, time, staff, equipment and so on. When you run a project
and are concerned about its replicability or about going to scale (see Glossary of Terms),
then it is very important to get the efficiency element right.

Effectiveness is a measure of the extent to which a development programme or project
achieves the specific objectives it set. If, for example, we set out to improve the
qualifications of all the high school teachers in a particular area, did we succeed?

Impact tells you whether or not what you did made a difference to the problem situation you
were trying to address. In other words, was your strategy useful? Did ensuring that
teachers were better qualified improve the pass rate in the final year of school? Before you
decide to get bigger, or to replicate the project elsewhere, you need to be sure that what you
are doing makes sense in terms of the impact you want to achieve.

From this it should be clear that monitoring and evaluation are best done when there has
been proper planning against which to assess progress and achievements. There are three



toolkits in this set that deal with planning – the overview of planning, strategic planning and
action planning.

In this section we look in more detail at why do monitoring and evaluation? and at more
about monitoring and evaluation and what they involve. This includes a discussion of
different approaches to monitoring and evaluation and of what to think about when you use
an external evaluator.



WHY DO MONITORING AND EVALUATION?

Monitoring and evaluation enable you to check the “bottom line” (see Glossary of Terms) of
development work: Not “are we making a profit?” but “are we making a difference?”
Through monitoring and evaluation, you can:

Review progress;
Identify problems in planning and/or implementation;
Make adjustments so that you are more likely to “make a difference”.

In many organisations, “monitoring and evaluation” is something that that is seen as a donor
requirement rather than a management tool. Donors are certainly entitled to know whether
their money is being properly spent, and whether it is being well spent. But the primary
(most important) use of monitoring and evaluation should be for the organisation or project
itself to see how it is doing against objectives, whether it is having an impact, whether it is
working efficiently, and to learn how to do it better.

Plans are essential but they are not set in concrete (totally fixed). If they are not working, or
if the circumstances change, then plans need to change too. Monitoring and evaluation are
both tools which help a project or organisation know when plans are not working, and when
circumstances have changed. They give management the information it needs to make
decisions about the project or organisation, about changes that are necessary in strategy or
plans. Through this, the constants remain the pillars of the strategic framework: the
problem analysis, the vision, and the values of the project or organisation. Everything else is
negotiable. (See also the toolkit on strategic planning) Getting something wrong is not a
crime. Failing to learn from past mistakes because you are not monitoring and evaluating,
is.

The effect of monitoring and evaluation can be seen in the following cycle. Note that you will
monitor and adjust several times before you are ready to evaluate and replan.


Evaluate/learn
/ decide
Implement
Plan

Reflect/learn/
decide/adjust Implement

Monitor Monitor

Reflect/learn/
Implement decide/adjust

It is important to recognise that monitoring and evaluation are not magic wands that can be
waved to make problems disappear, or to cure them, or to miraculously make changes
without a lot of hard work being put in by the project or organisation. In themselves, they are
not a solution, but they are valuable tools. Monitoring and evaluation can:

Help you identify problems and their causes;
Suggest possible solutions to problems;
Raise questions about assumptions and strategy;
Push you to reflect on where you are going and how you are getting there;
Provide you with information and insight;
Encourage you to act on the information and insight;
Increase the likelihood that you will make a positive development difference.



MORE ABOUT MONITORING AND EVALUATION

Monitoring involves:

Establishing indicators (See Glossary of Terms) of efficiency, effectiveness and
impact;
Setting up systems to collect information relating to these indicators;
Collecting and recording the information;
Analysing the information;
Using the information to inform day-to-day management.

Monitoring is an internal function in any project or organisation.

Evaluation involves:

Looking at what the project or organisation intended to achieve – what difference did
it want to make? What impact did it want to make?
Assessing its progress towards what it wanted to achieve, its impact targets.
Looking at the strategy of the project or organisation. Did it have a strategy? Was it
effective in following its strategy? Did the strategy work? If not, why not?
Looking at how it worked. Was there an efficient use of resources? What were the
opportunity costs (see Glossary of Terms) of the way it chose to work? How
sustainable is the way in which the project or organisation works? What are the
implications for the various stakeholders in the way the organisation works.

In an evaluation, we look at efficiency, effectiveness and impact (see Glossary of Terms).

There are many different ways of doing an evaluation. Some of the more common terms
you may have come across are:

Self-evaluation: This involves an organisation or project holding up a mirror to
itself and assessing how it is doing, as a way of learning and improving practice.
It takes a very self-reflective and honest organisation to do this effectively, but it
can be an important learning experience.
Participatory evaluation: This is a form of internal evaluation. The intention is
to involve as many people with a direct stake in the work as possible. This may
mean project staff and beneficiaries working together on the evaluation. If an
outsider is called in, it is to act as a facilitator of the process, not an evaluator.
Rapid Participatory Appraisal: Originally used in rural areas, the same
methodology can, in fact, be applied in most communities. This is a qualitative
(see Glossary of Terms) way of doing evaluations. It is semi-structured and
carried out by an interdisciplinary team over a short time. It is used as a starting
point for understanding a local situation and is a quick, cheap, useful way to
gather information. It involves the use of secondary (see Glossary of Terms) data
review, direct observation, semi-structured interviews, key informants, group
interviews, games, diagrams, maps and calendars. In an evaluation context, it
allows one to get valuable input from those who are supposed to be benefiting
from the development work. It is flexible and interactive.
External evaluation: This is an evaluation done by a carefully chosen outsider
or outsider team.



Interactive evaluation: This involves a very active interaction between an
outside evaluator or evaluation team and the organisation or project being
evaluated. Sometimes an insider may be included in the evaluation team.

For more on the advantages and disadvantages of external and internal evaluations, go to
the next page.

For more on selecting an external evaluator, go to Page 13.

For more on different approaches to evaluation, go to Page 14.



Ξ ADVANTAGES AND DISADVANTAGES OF INTERNAL AND EXTERNAL
EVALUATIONS

Advantages Disadvantages
Internal evaluation The evaluators are very familiar The evaluation team may have
with the work, the organisational a vested interest in reaching
culture and the aims and positive conclusions about the
objectives. work or organisation. For this
reason, other stakeholders,
Sometimes people are more such as donors, may prefer an
willing to speak to insiders than external evaluation.
to outsiders.
The team may not be
An internal evaluation is very specifically skilled or trained in
clearly a management tool, a evaluation.
way of self-correcting, and
much less threatening than an The evaluation will take up a
external evaluation. This may considerable amount of
make it easier for those organisational time – while it
involved to accept findings and may cost less than an external
criticisms. evaluation, the opportunity
costs (see Glossary of Terms)
An internal evaluation will cost may be high.
less than an external
evaluation.
External evaluation (done by The evaluation is likely to be Someone from outside the
a team or person with no more objective as the organisation or project may not
vested interest in the project) evaluators will have some understand the culture or even
distance from the work. what the work is trying to
achieve.
The evaluators should have a
range of evaluation skills and Those directly involved may feel
experience. threatened by outsiders and be
less likely to talk openly and co-
Sometimes people are more operate in the process.
willing to speak to outsiders
than to insiders. External evaluation can be very
costly.
Using an outside evaluator
gives greater credibility to An external evaluator may
findings, particularly positive misunderstand what you want
findings. from the evaluation and not give
you what you need.

If you decide to go for external evaluation, you will find some ideas for criteria to use in
choosing an external evaluator on the next page.



Ξ SELECTING AN EXTERNAL EVALUATOR OR EVALUATION TEAM

Qualities to look for in an external evaluator or evaluation team:

An understanding of development issues.
An understanding of organisational issues.
Experience in evaluating development projects, programmes or organisations.
A good track record with previous clients.
Research skills.
A commitment to quality.
A commitment to deadlines.
Objectivity, honesty and fairness.
Logic and the ability to operate systematically.
Ability to communicate verbally and in writing.
A style and approach that fits with your organisation.
Values that are compatible with those of the organisation.
Reasonable rates (fees), measured against the going rates.

How do you find all this out? By asking lots of questions!

When you decide to use an external evaluator:

Check his/her/their references.
Meet with the evaluators before making a final decision.
Communicate what you want clearly – good Terms of Reference (see Glossary of
Terms) are the foundation of a good contractual relationship.
Negotiate a contract which makes provision for what will happen if time frames and
output expectations are not met.
Ask for a workplan with outputs and timelines.
Maintain contact – ask for interim reports as part of the contract – either verbal or written.
Build in formal feedback times.

Do not expect any evaluator to be completely objective. S/he will have opinions and ideas –
you are not looking for someone who is a blank page! However, his/her opinions must be
clearly stated as such, and must not be disguised as “facts”. It is also useful to have some
idea of his/her (or their) approach to evaluation.

For more on different approaches to evaluation, go to the next page.



Ξ DIFFERENT APPROACHES TO EVALUATION

Approach Major purpose Typical focus Likely methodology
questions
Goal-based Assessing Were the goals Comparing baseline
achievement of goals achieved? Efficiently? (see Glossary of
and objectives. Were they the right Terms) and progress
goals? data (see Glossary of
Terms); finding ways to
measure indicators.
Decision-making Providing information. Is the project effective? Assessing range of
Should it continue? options related to the
How might it be project context, inputs,
modified? process, and product.
Establishing some kind
of decision-making
consensus.
Goal-free Assessing the full What are all the Independent
range of project effects, outcomes? What value determination of needs
intended and do they have? and standards to judge
unintended. project worth.
Qualitative and
quantitative techniques
to uncover any
possible results.
Expert judgement Use of expertise. How does an outside Critical review based
professional rate this on experience, informal
project? surveying, and
subjective insights.

Our feeling is that the best evaluators use a combination of all these approaches, and that
an organisation can ask for a particular emphasis but should not exclude findings that make
use of a different approach.

(Thanks to PACT’s Evaluation Sourcebook, 1984, for much of this.)



Planning for monitoring and evaluation

Monitoring and evaluation should be part of your planning process. It is very difficult to go
back and set up monitoring and evaluation systems once things have begun to happen. You
need to begin gathering information about performance and in relation to targets from the
word go. The first information gathering should, in fact, take place when you do your needs
assessment (see the toolkit on overview of planning, the section on doing the ground work).
This will give you the information you need against which to assess improvements over time.

When you do your planning process, you will set indicators (see Glossary of Terms). These
indicators provide the framework for your monitoring and evaluation system. They tell you
what you want to know and the kinds of information it will be useful to collect. In this section
we look at:

What do we want to know? This includes looking at indicators for both internal
issues and external issues. (Also look at the examples of indicators later in this
toolkit.)
Different kinds of information.
How will we get information?
Who should be involved?

There is not one set way of planning for monitoring and evaluation. The ideas included in
the toolkits on overview of planning, strategic planning and action planning will help you to
develop a useful framework for your monitoring and evaluation system. If you are familiar
with logical framework analysis and already use it in your planning, this approach lends itself
well to planning a monitoring and evaluation system. (See also in the toolkit on overview of
planning, the section on planning tools – overview, LFA.)



WHAT DO WE WANT TO KNOW?

What we want to know is linked to what we think is important. In development work,
what we think is important is linked to our values.

Most work in civil society organisations is underpinned by a value framework. It is this
framework that determines the standards of acceptability in the work we do. The central
values on which most development work is built are:

Serving the disadvantaged;
Empowering the disadvantaged;
Changing society, not just helping individuals;
Sustainability;
Efficient use of resources.

So, the first thing we need to know is: Is what we are doing and how we are doing it meeting
the requirements of these values? In order to answer this question, our monitoring and
evaluation system must give us information about:

Who is benefiting from what we do? How much are they benefiting?
Are beneficiaries passive recipients or does the process enable them to have some
control over their lives?
Are there lessons in what we are doing that have a broader impact than just what is
happening on our project?
Can what we are doing be sustained in some way for the long-term, or will the impact
of our work cease when we leave?
Are we getting optimum outputs for the least possible amount of inputs?

Do we want to know about the process or the product?

Should development work be evaluated in terms of the process (the way in which the work is
done) or the product (what the work produces)? Often, this debate is more about excusing
inadequate performance than it is about a real issue. Process and product are not separate
in development work. What we achieve and how we achieve it are often the very same
thing. If the goal is development, based on development values, then sinking a well without
the transfer of skills for maintaining and managing the well is not enough. Saying: “It was
taking too long that way. We couldn’t wait for them to sort themselves out. We said we’d
sink a well and we did” is not enough. But neither is: “It doesn’t matter that the well hasn’t
happened yet. What’s important is that the people have been empowered.”

Both process and product should be part of your monitoring and evaluation system.

But how do we make process and product and values measurable? The answer lies in the
setting of indicators and this is dealt with in the sub-section that follows.



WHAT DO WE WANT TO KNOW?

Indicators

Indicators are also dealt with in overview of planning, in the section on monitoring and
evaluation. Indicators are measurable or tangible signs that something has been done or
that something has been achieved. In some studies, for example, an increased number of
television aerials in a community has been used as an indicator that the standard of living in
that community has improved. An indicator of community empowerment might be an
increased frequency of community members speaking at community meetings. If one were
interested in the gender impact of, for example, drilling a well in a village, then you could use
“increased time for involvement in development projects available to women” as an indicator.
Common indicators for something like overall health in a community are the
infant/child/maternal mortality rate, the birth rate, nutritional status and birth weights. You
could also look at less direct indicators such as the extent of immunisation, the extent of
potable (drinkable) water available and so on. (See further examples of indicators later in
this toolkit, in the section on examples.)

Indicators are an essential part of a monitoring and evaluation system because they are
what you measure and/or monitor. Through the indicators you can ask and answer
questions such as:

Who?
How many?
How often?
How much?

But you need to decide early on what your indicators are going to be so that you can begin
collecting the information immediately. You cannot use the number of television aerials in a
community as a sign of improved standard of living if you don’t know how many there were
at the beginning of the process.

Some people argue that the problem with measuring indicators is that other variables (or
factors) may have impacted on them as well. Community members may be participating
more in meetings because a number of new people with activist backgrounds have come to
live in the area. Women may have more time for development projects because the men of
the village have been attending a gender workshop and have made a decision to share the
traditionally female tasks. And so on. While this may be true, within a project it is possible
to identify other variables and take them into account. It is also important to note that, if
nothing is changing, if there is no improvement in the measurement of the key indicators
identified, then your strategy is not working and needs to be rethought.

To see a method for developing indicators, go to the next page.
To see examples of indicators, go to examples.



Ξ DEVELOPING INDICATORS

Step 1: Identify the problem situation you are trying to address. The following might be
problems:

Economic situation (unemployment, low incomes etc)
Social situation (housing, health, education etc)
Cultural or religious situation (not using traditional languages, low attendance at
religious services etc)
Political or organisational situation (ineffective local government, faction fighting etc)

There will be other situations as well.

(See the section on problem analysis in the toolkit on overview of planning, in the section on
doing the ground work.)

Step 2: Develop a vision for how you would like the problem areas to be/look. (See the
toolkit on Strategic Planning, the section on vision.) This will give you impact
indicators.

What will tell you that the vision has been achieved? What signs will you see that you can
measure that will “prove” that the vision has been achieved? For example, if your vision was
that the people in your community would be healthy, then you can use health indicators to
measure how well you are doing. Has the infant mortality rate gone down? Do fewer
women die during child-birth? Has the HIV/AIDS infection rate been reduced? If you can
answer “yes” to these questions then progress is being made.

Step 3: Develop a process vision for how you want things to be achieved. This will give you
process indicators.

If, for example, you want success to be achieved through community efforts and
participation, then your process vision might include things like community health workers
from the community trained and offering a competent service used by all; community
organises clean-up events on a regular basis, and so on.

Step 4: Develop indicators for effectiveness.

For example, if you believe that you can increase the secondary school pass rate by
upgrading teachers, then you need indicators that show you have been effective in
upgrading the teachers e.g. evidence from a survey in the schools, compared with a
baseline survey.

Step 5: Develop indicators for your efficiency targets.

Here you can set indicators such as: planned workshops are run within the stated
timeframe, costs for workshops are kept to a maximum of US$ 2.50 per participant, no more
than 160 hours in total of staff time to be spent on organising a conference; no complaints
about conference organisation etc.

With this framework in place, you are in a position to monitor and evaluate efficiency,
effectiveness and impact (see Glossary of Terms).



DIFFERENT KINDS OF INFORMATION – QUANTITATIVE AND QUALITATIVE

Information used in monitoring and evaluation can be classified as:

Quantitative; or
Qualitative.

Quantitative measurement tells you “how much or how many”. How many people attended a
workshop, how many people passed their final examinations, how much a publication cost,
how many people were infected with HIV, how far people have to walk to get water or
firewood, and so on. Quantitative measurement can be expressed in absolute numbers (3
241 women in the sample are infected) or as a percentage (50% of households in the area
have television aerials). It can also be expressed as a ratio (one doctor for every 30 000
people). One way or another, you get quantitative (number) information by counting or
measuring.

Qualitative measurement tells you how people feel about a situation or about how things are
done or how people behave. So, for example, although you might discover that 50% of the
teachers in a school are unhappy about the assessment criteria used, this is still qualitative
information, not quantitative information. You get qualitative information by asking,
observing, interpreting.

Some people find quantitative information comforting – it seems solid and reliable and
“objective”. They find qualitative information unconvincing and “subjective”. It is a mistake to
say that “quantitative information speaks for itself”. It requires just as much interpretation in
order to make it meaningful as does qualitative information. It may be a “fact” that enrolment
of girls at schools in some developing countries is dropping – counting can tell us that, but it
tells us nothing about why this drop is taking place. In order to know that, you would need to
go out and ask questions – to get qualitative information. Choice of indicators is also
subjective, whether you use quantitative or qualitative methods to do the actual measuring.
Researchers choose to measure school enrolment figures for girls because they believe that
this tells them something about how women in a society are treated or viewed.

The monitoring and evaluation process requires a combination of quantitative and qualitative
information in order to be comprehensive. For example, we need to know what the school
enrolment figures for girls are, as well as why parents do or do not send their children to
school. Perhaps enrolment figures are higher for boys than for girls because a particular
community sees schooling as a luxury and prefers to train boys to do traditional and practical
tasks such taking care of animals. In this case, the higher enrolment of girls does not
necessarily indicate higher regard for girls.



HOW WILL WE GET INFORMATION?

This is dealt with in some detail in the toolkit on action planning, in the section on monitoring,
collecting information as you go along. Your methods for information collecting need to be
built into your action planning. You should be aiming to have a steady stream of information
flowing into the project or organisation about the work and how it is done, without
overloading anyone. The information you collect must mean something: don’t collect
information to keep busy, only do it to find out what you want to know, and then make sure
that you store the information in such a way that it is easy to access.

Usually you can use the reports, minutes, attendance registers, financial statements that are
part of your work anyway as a source of monitoring and evaluation information.

However, sometimes you need to use special tools that are simple but useful to add to the
basic information collected in the natural course of your work. Some of the more common
ones are:

Case studies
Recorded observation
Diaries
Recording and analysis of important incidents (called “critical incident analysis”)
Structured questionnaires
One-on-one interviews
Focus groups
Sample surveys
Systematic review of relevant official statistics.

Go to the section on methods for more on ways of collecting information.



WHO SHOULD BE INVOLVED?

Almost everyone in the organisation or project will be involved in some way in collecting
information that can be used in monitoring and evaluation. This includes:

The administrator who takes minutes at a meeting or prepares and circulates the
attendance register;
The fieldworkers who writes reports on visits to the field;
The bookkeeper who records income and expenditure.

In order to maximise their efforts, the project or organisation needs to:

Prepare reporting formats that include measurement, either quantitative or
qualitative, of important indicators. For example, if you want to know about
community participation in activities, or women’s participation specifically, structure
the fieldworkers reporting format so that s/he has to comment on this, backing up
observations with facts. (Look at the fieldworker report format given later in this
toolkit.)
Prepare recording formats that include measurement, either quantitative or
qualitative, of important indicators. For example, if you want to know how many men
and how many women attended a meeting, include a gender column on your
attendance list.
Record information in such a way that it is possible to work out what you need to
know. For example, if you need to know whether a project is sustainable financially,
and which elements of it cost the most, then make sure that your bookkeeping
records reflect the relevant information.

It is a useful principle to look at every activity and say: What do we need to know about this
activity, both process (how it is being done) and product (what it is meant to achieve), and
what is the easiest way to find it out and record it as we go along?



Designing a monitoring and/or evaluation process

As there are differences between the design of a monitoring system and that of an
evaluation process, we deal with them separately here.

Under monitoring we look at the process an organisation could go through to design a
monitoring system.

Under evaluation we look at:

Purpose
Key evaluation questions
Methodology.



MONITORING

When you design a monitoring system, you are taking a formative view point and
establishing a system that will provide useful information on an ongoing basis so that you
can improve what you do and how you do it.

On the next page, you will find a suggested process for designing a monitoring system.

For a case study of how an organisation went about designing a monitoring system, go to
the section with examples, and the example given of designing a monitoring system.



Ψ DESIGNING A MONITORING SYSTEM

Below is a step-by-step process you could use in order to design a monitoring system for
your organisation or project.

For a case study of how an organisation went about designing a monitoring system, go to
examples.

Step 1: At a workshop with appropriate staff and/or volunteers, and run by you or a
consultant:

Introduce the concepts of efficiency, effectiveness and impact (see
Glossary of Terms).
Explain that a monitoring system needs to cover all three.
Generate a list of indicators for each of the three aspects.
Clarify what variables (see Glossary of Terms) need to be linked. So, for
example, do you want to be able to link the age of a teacher with his/her
qualifications in order to answer the question: Are older teachers more or
less likely to have higher qualifications?
Clarify what information the project or organisation is already collecting.

Step 2: Turn the input from the workshop into a brief for the questions your monitoring
system must be able to answer. Depending on how complex your
requirements are, and what your capacity is, you may decide to go for a
computerised data base or a manual one. If you want to be able to link many
variables across many cases (e.g. participants, schools, parent involvement,
resources, urban/rural etc), you may need to go the computer route. If you
have a few variables, you can probably do it manually. The important thing is
to begin by knowing what variables you are interested in and to keep data on
these variables. Linking and analysis can take place later. (These concepts
are complicated. It will help you to read the case study in the examples
section of the toolkit.)

From the workshop you will know what you want to monitor. You will have
the indicators of efficiency, effectiveness and impact that have been
prioritised. You will then choose the variables that will help you answer the
questions you think are important.

So, for example, you might have an indicator of impact which is that “safer
sex options are chosen” as an indicator that “young people are now making
informed and mature lifestyle choices”. The variables that might affect the
indicator include:

Age
Gender
Religion
Urban/rural
Economic category
Family environment
Length of exposure to your project’s initiative
Number of workshops attended.



By keeping the right information you will be able to answer questions such as:

Does age make a difference to the way our message is received?
Does economic category i.e. do young people in richer areas respond
better or worse to the message or does it make no difference?
Does the number of workshops attended make a difference to the impact?

Answers to these kinds of questions enable a project or organisation to make
decisions about what they do and how they do it, to make informed changes to
programmes, and to measure their impact and effectiveness. Answers to
questions such as:

Do more people attend sessions that are organised well in advance?
Do more schools participate when there is no charge?
Do more young people attend when sessions are over weekends or in the
evenings?
Does it cost less to run a workshop in the community, or to bring people to
our training centre to run the workshop?

enable the project or organisation to measure and improve their efficiency.

Step 3: Decide how you will collect the information you need (see collecting
information) and where it will be kept (on computer, in manual files).

Step 4: Decide how often you will analyse the information – this means putting it
together and trying to answer the questions you think are important.

Step 5: Collect, analyse, report.



EVALUATION

Designing an evaluation process means being able to develop Terms of Reference for such
a process (if you are the project or organisation) or being able to draw up a sensible
proposal to meet the needs of the project or organisation (if you are a consultant).

The main sections in Terms of Reference for an evaluation process usually include:

Background: This is background to the project or organisation, something about the
problem identified, what you do, how long you have existed, why you have decided to
do an evaluation.

Purpose: Here you would say what it is the organisation or project wants the
evaluation to achieve.

Key evaluation questions: What the central questions are that the evaluation must
address.

Specific objectives: What specific areas, internal and/or external, you want the
evaluation to address. So, for example, you might want the evaluation to include a
review of finances, or to include certain specific programme sites.

Methodology: here you might give broad parameters of the kind of approach you
favour in evaluation (see the section on more about monitoring and evaluation). You
might also suggest the kinds of techniques you would like the evaluation team to use.

Logistical issues: These would include timing, costing, requirements of team
composition and so on.

For more on some of the more difficult components of Terms of Reference, see the following
pages.



Purpose

The purpose of an evaluation is the reason why you are doing it. It goes beyond what you
want to know to why you want to know it. It is usually a sentence or, at most, a paragraph.
It has two parts:

What you want evaluated;
To what end you want it done.

Examples of an evaluation purpose could be:

To provide the organisation with information needed to make decisions about
the future of the project.

To assess whether the organisation/project is having the planned impact in
order to decide whether or not to replicate the model elsewhere.

To assess the programme in terms of effectiveness, impact on the target
group, efficiency and sustainability in order to improve its functioning.

The purpose gives some focus to the broad evaluation process.



Key evaluation questions

The key evaluation questions are the central questions you want the evaluation process to
answer. They are not simple questions. You can seldom answer “yes” or “no” them. A
useful evaluation question is:

Thought provoking
Challenges assumptions.
Focuses inquiry and reflection.
Raises many additional questions.

Some examples of key evaluation questions related to a project purpose:

The purpose of the evaluation is to assess how efficient the project is in delivering benefits to
the identified community in order to inform Board decisions about continuity and replicability.

Key evaluation questions:

Who is currently benefiting from the project and in what ways?
Do the inputs (in money and time) justify the outputs and, if so/if not, on what basis is
this claim justified?
What would improve the efficiency, effectiveness and impact of the current project?
What are the lessons that can be learned from this project in terms of replicability?

Note that none of these questions deals with a specific element or area of the internal or
external functioning of the project or organisation. Most would require the evaluation team to
deal with a range of project or organisational elements in order to answer them.

Other examples of evaluation questions might be:

What are the most effective ways in which a project of this kind can address the
problem identified?
To what extent does the internal functioning and structure of the organisation impact
positively on the programme work?
What learnings from this project would have applicability across the full development
spectrum?

Clearly, there could be many, many examples. Our experience has shown us that, when an
evaluation process is designed with such questions in mind, it produces far more interesting
insights than simply asking obvious questions such as: Does the Board play a useful role in
the organisation? Or: What impact are we having?



Methodology

“Methodology” as opposed to “methods” deals more with the kind of approach you use in
your evaluation process. (See also more about monitoring and evaluation earlier in the
toolkit). You could, for example, commission or do an evaluation process that looked almost
entirely at written sources, primary or secondary: reports, data sheets, minutes and so on.
Or you could ask for an evaluation process that involved getting input from all the key
stakeholder groups. Most terms of reference will ask for some combination of these but they
may also specify how they want the evaluation team to get input from stakeholder groups for
example:

Through a survey;
Through key informants;
Through focus groups.

(For more on actual methods, see the later section on collecting information, methods.)

Here too one would expect to find some indication of reporting formats: Will all reporting be
written? Will the team report to management, or to all staff, or to staff and Board and
beneficiaries? Will there be interim reports or only a final report? What sort of evidence
does the organisation or project require to back up evaluator opinions? Who will be involved
in analysis?

The methodology section of Terms of Reference should provide a broad framework for how
the project or organisation wants the work of the evaluation done.



Collecting Information

(This is also dealt with in the toolkit on action planning, in the section on monitoring,
collecting information as you go along.)

Here we look in detail at:

Baselines and damage control;
Methods.

By damage control we mean what you need to do if you failed to get baseline information
when you started out.



BASELINES AND DAMAGE CONTROL

Ideally, if you have done your planning well and collected information about the situation at
the beginning of your intervention, you will have baseline data.

Baseline data is the information you have about the situation before you do anything. It is
the information on which your problem analysis is based. It is very difficult to measure the
impact of your initiative if you do not know what the situation was when you began it. (See
also the toolkit on overview of planning, the section on doing the ground work.) You need
baseline data that is relevant to the indicators you have decided will help you measure the
impact of your work.

There are different levels of baseline data:

General information about the situation, often available in official statistics e.g. infant
mortality rates, school enrolment by gender, unemployment rates, literacy rates and
so on. If you are working in a particular geographical area, then you need
information for that area. If it is not available in official statistics, you may need to do
some information gathering yourselves. This might involve house-to-house
surveying, either comprehensively or using sampling (see the section after this on
methods), or visiting schools, hospitals etc. Focus on your indicators of impact when
you collect this information.

If you have decided to measure impact through a sample of people or families with
whom you are working, you will need specific information about those people or
families. So, for example, for families (or business enterprises or schools or
whatever units you are working with) you may want specific information about
income, history, number of people employed, number of children per classroom and
so on. You will probably get this information from a combination of interviewing and
filling in of basic questionnaires. Again, remember to focus on the indicators which
you have decided are important for your work.

If you are working with individuals, then you need “intake” information – documented
information about their situation at the time you began working with them. For
example, you might want to know, in addition to age, gender, name and so on,
current income, employment status, current levels of education, amount of money
spent on leisure activities, amount of time spent on leisure activities, ambitions and
so on, for each individual participant. Again, you will probably get the information
from a combination of interviewing and filling in of basic questionnaires, and you
should focus on the indicators which you think are important.

It is very difficult to go back and get this kind of baseline information after you have begun
work and the situation has changed. But what if you didn’t collect this information at the
beginning of the process? There are ways of doing damage control. You can get
anecdotal information (see Glossary of Terms) from those who were involved at the
beginning and you can ask participants if they remember what the situation was when the
project began. You may not even have decided what your important indicators are when
you began your work. You will have to work it out “backwards”, and then try to get
information about the situation related to those indicators when you started out. You can
speak to people, look at records and other written sources such as minutes, reports and so
on.



One useful way of making meaningful comparisons where you do not have baseline
information is through using control groups. Control groups are groups of people,
businesses, families or whatever unit you are focusing on, that have not had input from your
project or organisation but are, in most other ways, very similar to those you are working
with.

For example: You have been working with groups of school children around the country in
order to build their self-esteem and knowledge as a way of combating the spread of
HIV/AIDS and preventing teenage pregnancies. After a few years, you want to measure
what impact you have had on these children. You are going to run a series of focus groups
(see methods) with the children at the schools where you have worked. But you did not do
any baseline study with them. How will you know what difference you have made?

You could set up a control groups at schools in the same areas, with the same kinds of
profiles, where you have not worked. By asking both the children at those schools you have
worked at, and the children at the schools where you have not worked, the same sorts of
questions about self-esteem, sexual behaviour and so on, you should be able to tell whether
or not your work has made any difference. When you set up control groups, you should try
to ensure that:

The profiles of the control groups are very similar to those of the groups you have
worked with. For example, it might be schools that serve the same economic group,
in the same geographical area, with the same gender ratio, age groups, ethnic or
racial mix.
There are no other very clear variables that could affect the findings or comparisons.
For example, if another project, doing similar work, has been involved with the
school, this school would not be a good place to establish a control group. You want
a situation as close to what the situation was with the beneficiaries of your project
when you started out.



METHODS

In this section we are going to give you a “shopping list” of the different kinds of methods that
can be used to collect information for monitoring and evaluation purposes. You need to
select methods that suit your purposes and your resources. Do not plan to do a
comprehensive survey of 100 000 households if you have two weeks and very little money!
Use sampling in this case.

Sampling (see Glossary of Terms) is another important concept when using various tools
for a monitoring or evaluation process. Sampling is not really a tool in itself, but used with
other tools it is very useful. Sampling answers the question: Who do we survey, interview,
include in a focus group etc? It is a way of narrowing down the number of possible
respondents to make it manageable and affordable. Sometimes it is necessary to be
comprehensive. This means getting to every possible household, or school or teacher or
clinic etc. In an evaluation, you might well use all the information collected in every case
during the monitoring process in an overall analysis. Usually, however, unless numbers are
very small, for in-depth exploration you will use a sample. Sampling techniques include:

Random sampling (In theory random sampling means doing the sampling on a sort of
lottery basis where, for example all the names go into a container, are tumbled
around and then the required number are drawn out. This sort of random sampling is
very difficult to use in the kind of work we are talking about. For practical purposes
you are more likely to, for example, select every seventh household or every third
person on the list. The idea is that there is no bias in the selection.);
Stratified sampling (e.g. every seventh household in the upper income bracket, every
third household in the lower income bracket);
Cluster sampling (e.g. only those people who have been on the project for at least
two years).

It is also usually best to use triangulation (See Glossary of Terms). This is a fancy word
that means that one set of data or information is confirmed by another. You usually look for
confirmation from a number of sources saying the same thing.

Tool Description Usefulness Disadvantages
Interviews These can be structured, Can be used with almost Requires some skill in the
semi-structured or anyone who has some interviewer. For more on
unstructured (see involvement with the interviewing skills, see
Glossary of Terms). They project. Can be done in later in this toolkit.
involve asking specific person or on the
questions aimed at telephone or even by e-
getting information that mail. Very flexible.
will enable indicators to
be measured. Questions
can be open-ended or
closed (yes/no answers).
Can be a source of
qualitative and
quantitative information.
Key informant These are interviews that As these key informants Needs a skilled
interviews are carried out with often have little to do with interviewer with a good
specialists in a topic or the project or understanding of the
someone who may be organisation, they can be topic. Be careful not to
able to shed a particular quite objective and offer turn something into an
light on the process. useful insights. They can absolute truth (cannot be
provide something of the challenged) because it



“big picture” where people has been said by a key
more involved may focus informant.
at the micro (small) level.
Questionnaires These are written This tool can save lots of With people who do not
questions that are used to time if it is self- read and write, someone
get written responses completing, enabling you has to go through the
which, when analysed, to get to many people. questionnaire with them
will enable indicators to Done in this way it gives which means no time is
be measured. people a feeling of saved and the numbers
anonymity and they may one can reach are limited.
say things they would not With questionnaires, it is
say to an interviewer. not possible to explore
what people are saying
any further.
Questionnaires are also
over-used and people get
tired of completing them.
Questionnaires must be
piloted to ensure that
questions can be
understood and cannot be
misunderstood. If the
questionnaire is complex
and will need
computerised analysis,
you need expert help in
designing it.
Focus groups In a focus group, a group This can be a useful way It is quite difficult to do
of about six to 12 people of getting opinions from random sampling for
are interviewed together quite a large sample of focus groups and this
by a skilled people. means findings may not
interviewer/facilitator with be generalised.
a carefully structured Sometimes people
interview schedule. influence one another
Questions are usually either to say something or
focused around a specific to keep quiet about
topic or issue. something. If possible,
focus groups interviews
should be recorded and
then transcribed. This
requires special
equipment and can be
very time-consuming.
Community meetings This involves a gathering Community meetings are Difficult to facilitate –
of a fairly large group of useful for getting a broad requires a very
beneficiaries to whom response from many experienced facilitator.
questions, problems, people on specific issues. May require breaking into
situations are put for input It is also a way of small groups followed by
to help in measuring involving beneficiaries plenary sessions when
indicators. directly in an evaluation everyone comes together
process, giving them a again.
sense of ownership of the
process. They are useful
to have at critical points in
community projects.
Fieldworker reports Structured report forms Flexible, an extension of Relies on field workers
that ensure that indicator- normal work, so cheap being disciplined and
(See also fieldworker related questions are and not time-consuming. insightful.
reporting format under asked and answers
recorded, and
examples)
observations recorded on
every visit.



Ranking This involves getting It can be used with Ranking is quite a difficult
people to say what they individuals and groups, as concept to get across and
think is most useful, most part of an interview requires very careful
important, least useful schedule or explanation as well as
etc. questionnaire, or as a testing to ensure that
separate session. Where people understand what
people cannot read and you are asking. If they
write, pictures can be misunderstand, your data
used. can be completely
distorted.
Visual/audio stimuli These include pictures, Very useful to use You have to have
movies, tapes, stories, together with other tools, appropriate stimuli and
role plays, photographs, particularly with people the facilitator needs to be
used to illustrate who cannot read or write. skilled in using such
problems or issues or stimuli.
past events or even future
events.
Rating scales This technique makes use It is useful to measure You need to test the
of a continuum, along attitudes, opinions, statements very carefully
which people are perceptions. to make sure that there is
expected to place their no possibility of
own feelings, misunderstanding. A
observations etc. People common problem is when
are usually asked to say two concepts are included
whether they agree in the statement and you
strongly, agree, don’t cannot be sure whether
know, disagree, disagree an opinion is being given
strongly with a statement. on one or the other or
You can use pictures and both.
symbols in this technique
if people cannot read and
write.
Critical event/incident This method is a way of Very useful when The evaluation team can
Analysis focusing interviews with something problematic end up submerged in a
individuals or groups on has occurred and people vast amount of
particular events or feel strongly about it. If all contradictory detail and
incidents. The purpose of those involved are lots of “he said/she said”.
doing this is to get a very included, it should help It can be difficult not to
full picture of what the evaluation team to get take sides and to remain
actually happened. a picture that is objective.
reasonably close to what
actually happened and to
be able to diagnose what
went wrong.
Participant observation This involves direct It can be a useful way of It is difficult to observe
observation of events, confirming, or otherwise, and participate. The
processes, relationships information provided in process is very time-
and behaviours. other ways. consuming.
“Participant” here implies
that the observer gets
involved in activities
rather than maintaining a
distance.
Self-drawings This involves getting Can be very useful, Can be difficult to explain
participants to draw particularly with younger and interpret.
pictures, usually of how children.
they feel or think about
something.



Ψ INTERVIEWING SKILLS

Some do’s and don’ts for interviewing:

□ DO test the interview schedule beforehand for clarity, and to make sure questions
cannot be misunderstood.
□ DO state clearly what the purpose of the interview is.
□ DO assure the interviewee that what is said will be treated in confidence.
□ DO ask if the interviewee minds if you take notes or tape record the interview.
□ DO record the exact words of the interviewee as far as possible.
□ DO keep talking as you write.
□ DO keep the interview to the point.
□ DO cover the full schedule of questions.
□ DO watch for answers that are vague and probe for more information.
□ DO be flexible and note down everything interesting that is said, even if it isn’t on the
schedule.
□ DON’T offend the interviewee in any way.
□ DON’T say things that are judgmental.
□ DON’T interrupt in mid-sentence.
□ DON’T put words into the interviewees mouth.
□ DON’T show what you are thinking through changed tone of voice.



Analysing information

Whether you are looking at monitoring or evaluation, at some point you are going to find
yourself with a large amount of information and you will have to decide how to make sense
of it or to analyse it. If you are using an external evaluation team, it will be up to this team to
do the analysis, but, sometimes in evaluation, and certainly in monitoring, you, the
organisation or project, have to do the analysis.

Analysis is the process of turning the detailed information into an understanding of patterns,
trends, interpretations. The starting point for analysis in a project or organisational context is
quite often very unscientific. It is your intuitive understanding of the key themes that come
out of the information gathering process. Once you have the key themes, it becomes
possible to work through the information, structuring and organising it. The next step is to
write up your analysis of the findings as a basis for reaching conclusions, and making
recommendations.

So, your process looks something like this:

Determine key indicators for the
evaluation/monitoring process

Collect information around the
indicators

Develop a structure for your analysis,
based on your intuitive understanding
of emerging themes and concerns, and
where you suspect there have been
variations from what you had hoped
and/or expected.

Go through your data, organising it
under the themes and concerns.

Identify patterns, trends, possible
interpretations.

Write up your findings and
conclusions. Work out possible ways
forward (recommendations).



Taking action

Monitoring and evaluation have little value if the organisation or project does not act on the
information that comes out of the analysis of data collected. Once you have the findings,
conclusions and recommendations from your monitoring and evaluation process, you need
to:

Report to your stakeholders;
Learn from the overall process;
Make effective decisions about how to move forward; and, if necessary,
Deal with resistance to the necessary changes within the organisation or project, or
even among other stakeholders.



REPORTING

Whether you are monitoring or evaluating, at some point, or points, there will be a reporting
process. This reporting process follows the stage of analysing information. You will report
to different stakeholders in different ways, sometimes in written form, sometimes verbally
and, increasingly, making use of tools such as Powerpoint presentations, slides and videos.

Below is a table, suggesting different reporting mechanisms that might be appropriate for
different stakeholders and at different times in project cycles. For writing tips, go to the
toolkit on effective writing for organisations.

Target group Stage of project cycle Appropriate format
Board Interim, based on monitoring Written report
analysis
Evaluation Written report, with an Executive
Summary, and verbal presentation
from the evaluation team.
Management Team Interim, based on monitoring Written report, discussed at
analysis management team meeting.
Evaluation Written report, presented verbally
by the evaluation team.
Staff Interim, based on monitoring Written and verbal presentation at
departmental and team levels.
Evaluation Written report, presented verbally
by evaluation team and followed by
in-depth discussion of relevant
recommendations at departmental
and team levels.
Beneficiaries Interim, but only at significant Verbal presentation, backed up by
points, and evaluation summarised document, using
appropriate tables, charts, visuals
and audio-visuals. This is
particularly important if the
organisation or project is
contemplating a major change that
will impact on beneficiaries.
Donors Interim, based on monitoring Summarised in a written report.
Evaluation Full written report with executive
summary or a special version,
focused on donor concerns and
interests.
Wider development Evaluation Journal articles, seminars,
community conferences, websites.

For an outline of what would normally be contained in a written report, go to the following
page.



Ψ OUTLINE OF AN EVALUATION REPORT

EXECUTIVE SUMMARY (Usually not more than five pages – the shorter the better –
intended to provide enough information for busy people, but
also to tease people’s appetite so that they want to read the
full report.)

PREFACE (Not essential, but a good place to thank people and make a
broad comment about the process, findings etc.)

CONTENTS PAGE (With page numbers, to help people find their way around the
report.)

SECTION 1:
INTRODUCTION: (Usually deals with background to the project/organisation,
background to the evaluation, the brief to the evaluation team,
the methodology, the actual process and any problems that
occurred.)

SECTION 2:
FINDINGS: (Here you would have sections dealing with the important
areas of findings, e.g. efficiency, effectiveness and impact, or
the themes that have emerged.)

SECTION 3:
CONCLUSIONS: (Here you would draw conclusions from the findings – the
interpretation, what they mean. It is quite useful to use a
SWOT Analysis – explained in Glossary of Terms - as a
summary here.)

SECTION 4:
RECOMMENDATIONS: (This would give specific ideas for a way forward in terms of
addressing weaknesses and building on strengths.)

APPENDICES: (Here you would include Terms of Reference, list of people
interviewed, questionnaires used, possibly a map of the area
and so on.)



LEARNING

Learning is, or should be, the main reason why a project or organisation monitors its work or
does an evaluation. By learning what works and what does not, what you are doing right
and what you are doing wrong, you, as project or organisation management, are empowered
to act in an informed and constructive way. This is part of a cycle of action reflection. (See
the diagram in the section on why do monitoring and evaluation?)

The purpose of learning is to make changes where necessary, and to identify and build on
strengths where they exist. Learning also helps you to understand, to make conscious,
assumptions you have. So, for example, perhaps you assumed that children at more
affluent schools would have benefited less from your intervention than those from less
affluent schools. Your monitoring data might show you that this assumption was wrong.
Once you realise this, you will probably view your interactions with these schools differently.

Being in a constant mode of action-reflection-action also helps to make you less complacent.
Sometimes, when projects or organisations feel they “have got it right”, they settle back and
do things the same way, without questioning whether they are still getting it right. They
forget that situations change, that the needs of project beneficiaries may change, and that
strategies need to be reconsidered and revised.

So, for example, an organisation provided training and programmes for community radio
stations. Because it had excellent equipment and an excellent production studio, it invited
stations to send presenters to its training centre for training in how to present the
programmes it (the organisation) was producing. It developed an excellent reputation for
high quality training and production. Over time, however, the community radio stations
began to produce their own programmes and what they really wanted was for the
organisation to send someone to their stations to help them workshop ideas and to give
them feedback on the work they were doing. This came out in an evaluation process and
organisation realised that it had become a bit smug in the comfort zone of what it was good
at, but that, if it really wanted to help community radio stations, it needed to change its
strategy.

Organisations and projects that don’t learn, stagnate. The process of rigorous (see Glossary
of Terms) monitoring and evaluation forces organisations and projects to keep learning -
and growing.



EFFECTIVE DECISION-MAKING

As project or organisation management, you need the conclusions and recommendations
that come out of monitoring and evaluation to help you make decisions about your work and
the way you do it.

The success of the process is dependent on the ability of those with management
responsibilities to make decisions and take action. The steps involved in the whole process
are:

1 Plan properly – know what you are trying to achieve and how you intend to achieve it
2 Implement
3 Monitor and evaluate.
4 Analyse the information you get from monitoring and evaluation and work out what it
is telling you.
5 Look at the potential consequences to your plans of what you have learned from the
analysis of your monitoring and evaluation data.
6 Draw up a list of options for action.
7 Get consensus on what you should do and a mandate to take action.
8 Share adjustments and plans with the rest of the organisation and, if necessary, your
donors and beneficiaries.
9 Implement.
10 Monitor and evaluate.

The key steps for effective decision making are:

As a management team, understand the implications of what you have learned.
Work out what needs to be done and have clear motivations for why it needs to be
done.
Generate options for how to do it.
Look at the options critically in terms of which are likely to be the most effective.
Agree as a management team.
Get organisational/project consensus on what needs to be done and how it needs to
be done.
Get a mandate (usually from a Board, but possibly also from donors and
beneficiaries) to do it.
Do it.



DEALING WITH RESISTANCE

Not everyone will be pleased about any changes in plans you decide need to be made.
People often resist change. Some of the reasons for this include:

People are comfortable with things the way they are – they don’t want to be pushed
out of their comfort zones.
People worry that any changes will lessen their levels of productivity – they feel
judged by what they do and how much they do, and don’t want to take the time out
necessary to change plans or ways of doing things.
People don’t like to rush into change – how do we know that something different will
be better? They spend so long thinking about it that it is too late for useful changes
to be made.
People don’t have a “big picture”. They know what they are doing and they can see it
is working, so they can’t see any reason to change anything at all.
People don’t have a long term commitment to the project or the organisation – they
see it as a stepping stone on their career path. They don’t want change because it
will delay the items they want to be able to tick off on their curriculum vitaes.
People feel they can’t cope – they have to keep doing what they are doing but also
work at bringing about change. It’s all too much.

How can you help people accept changes?

Make the reasons why change is needed very clear – take people through the
findings and conclusions of the monitoring and evaluation processes, involve them in
decision-making.
Help people see the whole picture – beyond their little bit to the overall impact on the
problem analysed.
Focus on the key issues – we have to do something about this!
Recognise anger, fear, resistance. Listen to people, give them the opportunity to
express frustration and other emotions.
Find common ground – things that they also want to see changed.
Encourage a feeling that change is exciting, that it frees people from doing things that
are not working so they can try new things that are likely to work, that it releases
productive energy.
Emphasise the importance of everyone being committed to making it work.
Create conditions for regular interaction – anything from a seminar to graffiti on a
notice board - to discuss what is happening and how it is going.
Pace change so that people can deal with it.

(Thanks to Olive Publications, Ideas for a Change Part 4, June 1999, for the ideas used in
this sub-section.)



BEST PRACTICE

EXAMPLES OF INDICATORS

Please note that these are just examples – they may or may not suit your needs but
they should give you some idea of the kind of indicators you can use, especially for
measuring impact.

Economic Development Indicators

Average annual household income
Average weekly/monthly wages
Employment, by age group
Unemployment, by age group, by gender
Employment, by occupation, by gender
Government employment
Earned income levels
Average length of unemployment period
Default rates on loans
Ratio of home owners to renters
Per capita income
Average annual family income
% people below the poverty line
Ratio of seasonal to permanent employment
Growth rate of small businesses
Value of residential construction and/or renovation

Social Development Indicators

Death rate
Life expectancy at birth
Infant mortality rates
Causes of death
Number of doctors per capita
Number of hospital beds per capita
Number of nurses per capita
Literacy rates, by age and gender
Student: teacher ratios
Retention rate by school level
School completion rates by exit points
Public spending per studnet
Number of suicides
Causes of accidents
Dwellings with running water
Dwellings with electricity
Number of homeless
Number of violent crimes
Birth rate
Fertility rate
Gini distribution of income (see Glossary of Terms)
Infant mortality rate



Rates of hospitalisation
Rates of HIV infection
Rates of AIDS deaths
Number of movie theatres/swimming pools per 1000 residents
Number of radios/televisions per capita
Availability of books in traditional languages
Traditional languages taught in schools
Time spent on listening to radio/watching television by gender
Number of programmes on television and radio in traditional languages and/or dealing
with traditional customs
Church participation, by age and gender

Political/organisational Development Indicators

Number of community organisations
Types of organised sport
Number of tournaments and games
Participation levels in organised sport
Number of youth groups
Participation in youth groups
Participation in women’s groups
Participation in groups for the elderly
Number of groups for the elderly
Structure of political leadership, by age and gender
Participation rate in elections, by age and gender
Number of public meetings held
Particiaption in public meetings, by age and gender

Examples adapted from Using Development Indicators for Aboriginal Development, the
Development Indicator Project Steering Committee, September 1991


Monitoring and evaluation

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